CORPORATE

INNOVATIONUNDER THE

MYCROWD’SCOPE

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Toolkit for corporate

innovators

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#A

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CORPORATE

INNOVATIONUNDER THE

MYCROWD’SCOPE

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T I T R E C H A P I T R E

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A B O U T

M YC RO W D C O M PA N Y

yCrowdCompany, a french start-up, offers

white label digital solutions aiming to pro-

vide a real testing ground for companies

that wish to speed up change, draw out new solutions

to address business challenges and create a spirit of

competition by involving their employees in the pro-

cess.

More than a digital solution, we see it as an adventure

with everyone who wants to make things happen: by

leading innovation challenges, intrapreneurship pro-

grams, volunteer work/skills-based sponsorships,

through two offers: Inno@Work and Solidarity@Work.

Our objective is to enable new ways of working to be

established on a sustainable basis within companies

to promote innovation and solidarity.

With the emergence of Crowd and participative col-

laboration, MyCrowdCompany wants to be a game

changer that contributes to breaking down silos. It

works alongside its clients to collectively reinvent

companies from the inside out.

M

With a strong experience in the consulting

field (PwC, Deloitte) and 3 years as a part

of the LVMH Group, Céline Degreef went

from being an intrapreneur to being an entrepreneur

by founding MyCrowdCompany in 2014.

In 2018, MyCrowdCompany became the digital plat-

form for intrapreneurs. It enables companies to run

and implement their corporate innovation programs,

from calls for ideas to the financing and acceleration

of projects, all with a single objective: to transform

the creativity of their intrapreneurs into a genuine

lever for innovation.

A contributor for Forbes France and author of this

white paper, her expertise focuses on intrapre-

neurship, participatory innovation and employee en-

gagement.

Céline Degreef

Founder & President

MyCrowdCompany

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U N D E R S TA N D

K E Y M A R K E T

F I G U R E S

+ 208%

+ 120%

23%

Only 6%

x 2

2 out of 3

Sources: The Boson Project, Agence France Entrepreneur, Deloitte, Ipsos, Gallup

The amount of

companies created

by young people under

30 between 2006 and

2016

Increase in freelance

workers in 10 years

The number of

millennials who

have no interest in

large corporations

Of employees are

actively engaged

The number of

companies created

among the whole

population

Employees are interested

in large corporations

that offer a corporate

innovation program

Intrapreneurship becomes a fantastic

opportunity — like a call for change — faced

with innovation, commitment and talent

loss. It unleashes vital forces and places

employees at the heart of the innovation

approach to contribute to the revamping

of the company and the creation of new

models that are more open, collaborative

and agile.

11 1 1 II 1 0

D E C Y P H E R

A C O M M U N I T Y

O F C H A N G E M A K E R S to reinvent their company business

Intrapreneurs:

who are they and what do they do?

ith definite potential and ideas that aim the improvement of

the company’s existing habits or the disruption of its market,

intrapreneurs have much to offer. These employees of all ages,

backgrounds and professions know the company perfectly and, of course,

its weaknesses or untapped force. With innovation and initiative serving as

their flagship, they strive to change the traditional models of the company,

since the latter is unable to keep up with them and their expectations. De-

termined to trigger change, intrapreneurs initiate high value-added projects

that make sense for their business. They invent the business models of the

future, optimize existing processes or contribute to boost productivity, effi-

ciency and agility. They are genuine mutineers with one ambition: leverage

collective intelligence to reinvent their company.

How do they organize?

They know it is by building a community that they will go further, faster and

stronger: they stand out through a remarkable collective and organizational

ability to get together and collaborate, by breaking down silos and opening

up all imposed boundaries.

In this context, hierarchy is a concept they are glad to set aside. As crea-

W

tors of « oblique relationships », they can collaborate in a

transversal, open and simplified manner, working across all

conventions without having to involve their managers.

What are the benefits for the company?

With a decline in attractiveness, large companies that were

once attractive must be able to reposition their values to

meet the expectations of a growing community of sometimes

disillusioned employees. Change is essential, but they have

everything to gain from it! Especially in this context of talent

warfare. Commitment should become the flagship of their

strategy: a fundamental notion that aims to attract, retain but

also federate employees

to create the best wor-

king conditions, as well

as foster a new culture

that brings collabora-

tion, initiative, and the

fulfilment of all co-wor-

kers at the highest level.

For now, the road ahead

is still winding, as over

half of employees say

they feel withdrawn from their work. Intrapreneurs — these

rebels in disguise — have already set out to transform the

company and turn its model into one that is able to make

them dream again. Intrapreneurship is becoming a collective

adventure, as it gives meaning to the developments aspired

by companies: new methods of collaboration, management,

participatory innovation and sustainable performance. In-

trapreneurship, as a reflection of the creative energy that

marks our era, promises to be a genuine treasure that all bu-

sinesses should go after.

So, who’s on board?

« intrapreneurship is becoming a collective adventure, as it gives meaning to the developments aspired by companies »

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Z O O M O N

C O R P O R AT E

I N N OVATO R S

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Dreamers who take action

They are visionary and pragmatic employees who can transform

an idea into a new business through risk-taking and innovation.

Passionate privateers

As creative individuals, they change the game to reinvent the

company and instil its creative energy with perseverance,

at the service of value creation.

Unlabeled talents

They are not just millennials or business leaders! They are of

all ages, come from different backgrounds and all management

levels.

Employees who federate

They perfectly understand how companies work, their business

and markets. They are « in-house entrepreneurs » who convince

others by using their leadership and ability to bring people

together.

A startupper’s mindset

They see problems as opportunities, where everything is

possible to transform an idea into new sources of business.

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I L L U S T R AT E

T H E D I G I TA L S O L U T I O Nto involve communit ies in your

corporate innovation program

yCrowdCompany is a digital solution that allows companies to

grow their corporate innovation program in order to:

• Reveal the full potential of your employees

• Disrupt your business by involving your staff in the process

• Cultivate the entrepreneurial spirit and encourage managerial

innovation by relying on new collaborative models

A single platform that can be modulated from the call for ideas to the finan-

cing phase up to project acceleration, to give intrapreneurs the opportunity

to demonstrate the potential of their innovative ideas, test their viability

and perform them while valuing in-house expertise:

• Sourcing ideas and finding the relevant ones by allowing your

employees to bet on the most innovative ideas

• Allocate funding to projects with a participatory budget

• Accelerate projects by building teams of co-workers with

complementary skills

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SELECTION

Crowdsourcing

FUNDING

Crowdfunding

ACCELERATION

Crowdtiming

Source and select the

most innovative ideas

Accelerate the projects

by building taskforces

Raise funds from within

the company

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I M P L E M E N T

T H E S U R V I VA L K I Tto successful ly deploy

your corporate innovation program!

A high level sponsorship program

he program must be in

line with the group’s

strategy, along with

clear operating terms. We can

let some intrapreneurs let go of

their traditional tasks to work on

something entirely new during

project acceleration phases,

sometimes outside the company:

to this end, the response of

HRDs and managers should be

anticipated and supported.

Tackle one goal at a time

orporate challenges or

acculturation to these new

work methods cannot be

exerted simultaneously.

It is always easier to gather an

Executive Committee around a

single initial goal. If the primary

challenge is to develop new

businesses, implementing a

corporate innovation program will

strongly develop this new stance

thanks to acculturation, to push

in-house rules and processes

forward.

T

C

Embark the business

ou need to identify business sponsors to challenge project

decision, all the while maintaining the genuine independence of

intrapreneurs. What is the role of a sponsor? To become a facilitator

who opens doors internally: they must give them a hand to get

things going, but intrapreneurs remain those who convince and gather

others around their project.

Opt for the DIY method

t’s when we’re in survival mode

— when we struggle to launch

our project — that we are able to

move mountains... The entrepreneur

way! We run things without

processes to keep the startup spirit

and agility. We let intrapreneurs

demonstrate the value of their

project, convince others and seek the

resources they need.

Keep a clear vision of the selection process

he rules of the game

must be set upstream,

and one should consider

implementing boot camp scenarios

to test the solidity of teams, get

a final jury to intervene or even

create challenges using factors

from outside the company.

Implement efficient governance

and project steering to turn the

test phase into reality.

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HRDs to support this

approach

hey must support

intrapreneurs throughout

their whole experience

and manage potential upsets

when they return, after project

completion. We can only hope

that the expansion of these new

collaborations methods develops

career paths and brings new skills

to light that could be valuable to

foster the mobility of employees,

including their « intrapreneurial

ability ».

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Turn managers into creators

of intrapreneurial calling

ou must seek out change

makers and provide them

with the right framework,

so they can generate

viral, positive influence! They

should structure this change-

making community by becoming

master connectors who combine

everyone’s assets to reveal

potential.

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T H E S U R V I VA L K I T TO S U C C E S S F U L LY D E P LOY YO U R C O R P O R AT E I N N OVAT I O N P RO G R A M !

Using digital technology to

move your program to an industrial scale

he availability of a digital

solution is a must when it

comes to deploying your

framework in a sustainable

way and reaching the greatest

number of people. From the

ideation phase to the acceleration

of projects, employees need a tool

to share their projects, build their

team, as well as to find sponsors

and internal skills. It promotes the

creation of an innovation-oriented

ecosystem.

T

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T I T R E C H A P I T R E

U S E C A S E S

C U S TO M E R Stest imonials

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C U S TO M E R S T E S T I M O N I A L S

A world leader in luxury goods brings together

exceptional brands and has more than

100,000 employees worldwide who proudly

embody the values of excellence, innovation

and entrepreneurial spirit.

Industry : Luxury

A TA I LO R - M A D E

I N T R A P R E N E U R S H I P

P RO G R A Mfor employees of a luxury group

The challenges

In 2017, they launched their intrapreneurship

program. This initiative, carried out at the

highest level of the organization, aims to

stimulate the entrepreneurial spirit of the

teams, innovate to remain in line with market

expectations and promote new working

methods.

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The resultsThe framework

During the first edition of the

event, they selected 4,000 people to

participate in a call for ideas with a

single objective: to give employees

the opportunity to think about new

levers for innovation in the luxury

sector.

60 people with ideas from 40 com-

panies and 15 countries were then

selected to pitch their project at a

dedicated event. This gave them

the opportunity to experience wor-

king for 4 days in a collaborative

manner directly inspired by star-

tups.

3 teams were able to seduce their

audiences with the relevance of

their concepts on themes related

to customer experience, retail and

the new levers provided by digital

technology.

Accompanied by mentors, the CEOs

of the Group’s brands and external

entrepreneurs, they have planned

everything to enable teams to re-

fine their projects, optimize their

business models and test their

projects in the real world through

first-class coaching.

More than 1,500 ideas proposed by employees since the launch of the

program

5,000 employees actively involved in the

program

15 projects selected and monitored by

the members of the Executive Committee

L U X U R Y G RO U P

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Enedis is Europe’s leading electricity

distributor. It is a public utility com-

pany that develops, operates, upgrades

and manages the electricity grid and

its associated data. Independent of the

energy suppliers responsible for the

sale and management of electricity

contracts, Enedis provides connections,

troubleshooting, meter reading and all

technical interventions.

Industry : Energy

E N E D I S « Intrapreneur Enedis » ,

a bottom-up approach to

intrapreneurship

C U S TO M E R S T E S T I M O N I A L S

The challenges

During the summer 2016, Enedis Paris initiated an

intrapreneurship program which aims to encourage

all of its employees to propose and realize their

ideas under an « Entrepreneurial » model in order

to innovate in their respective businesses. Through

this program, employees submit thousands of ideas.

However, to move beyond the brainstorming stage,

Enedis wanted to incubate the « hottest » ideas to

turn them into concrete projects.

29 2 9 II 2 8

The results

The framework

The very first « Intrapreneur

Enedis » program was born

from the desire of a group of

45 employees to transform the

company’s culture. This program

is built around the 5 strategic axes

of Enedis in Paris:

- Zero injuries

- Making life easier for customers

- Zero carbon emissions

- Working well together

- Becoming the benchmark DSO

(Distribution System Operator)

Every 4 months, a « crash test » ses-

sion is organized by the Innovation

Team. They give the opportunity to

the employees who proposed the

« hottest » ideas to present their

initiatives to their peers. The ob-

jective of this day is to evaluate, in

a collaborative way, the level of ma-

turity of the ideas presented.

For the process to be sustainable,

no idea is left to chance. Leaders of

« mature » ideas are invited to pit-

ch. The pitches are live then strea-

med to all employees to enable eve-

ryone to vote and participate in the

selection of projects.

75% of employees involved in the

Intrapreneur approach

Every 4 months:

40 ideas submitted20 projects selected for

crash testing10 projects pitched

4 to 6 projects accelerated

Those who have ideas who still

need to « mature » are coached for

1 day and supported throughout the

process to develop them more fully.

E N E D I S

« We chose MyCrowdCompany for the

overwhelming energy of this team and for the vision

we share on the evolution of professions and human

resources in companies »

Anouar El Fathi

Head of Digital Innovation

& Transformation

ENEDIS

31 3 1 II 3 0

A family business for 3 generations,

DELFINGEN is a global automotive equipment manufacturer and leader in

solutions for the protection and routing

of electrical networks and embedded

fluids. Present in 21 countries, nearly

2,500 employees work every day to sa-

tisfy the most demanding customers

thanks to their capacity for innovation

and operational performance.

Industry : Automotive

D E L F I N G E N moves forward with « The Annex » ,

the project accelerator created

for i ts employees

C U S TO M E R S T E S T I M O N I A L S

The challenges

In order to anticipate and meet its customers’

expectations, DELFINGEN places innovation

at the heart of its concerns and makes its

employees the catalyst for its growth. The

creation in 2017 of the DELFINGEN ACADEMY

reflects the Group’s ambition to rely on these

human resources to pursue its development

by promoting the transmission of know-how

and the acquisition of the skills necessary to

support the company’s strategy.

33 3 3 II 3 2

The resultsThe framework

The Annex, DELFINGEN’s in-

trapreneurship program, has been designed as a real project acce-

lerator for its employees. It in-

c l u d e s   i d e a t i o n   c h a l l e n -

ges to create emulation around the approach, an Open Lab to model

and test new products or concepts,

as well as a support program for

intrapreneurs to make projects a

reality.

The Annex is a place and a digital

platform for thinking « outside the box » on targeted themes and

steered by the Group’s Manage-

ment.

Since July 2018, 1 challenge has been

launched, nearly 20 ideas proposed,

and more than 300 contributions

registered

14 projects selected for the acceleration phase

D E L F I N G E N

« As part of the development of the Delfingen intrapreneurship

program, we were looking for a solution to promote the program’s facilitation,

in addition to the launch of our openlab

and external partnerships.

With MyCrowdCompany, we have found a partner of choice, providing both

an efficient technical solution and very professional support. »

Pierre Le Moel

Chief Corporate Officer Asia

& HR Innovation Manager

DELFINGEN

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As a major multi-activity service group,

La Poste Group brings together near-

ly 250,000 postal workers who connect

with 65 million people every day

throughout France and are driven by ci-

vic values that have always been at the

heart of postal identity.

The Group ensures four public service

missions that are fully integrated into

its activities: mail distribution, contri-

bution to regional development, press

transport and distribution and banking

accessibility.

Industry : Services

L A P O S T E G RO U P Intrapreneurship, one of the

pi l lars of the 5-year strategic plan

C U S TO M E R S T E S T I M O N I A L S

The challenges

To achieve the objectives set out in the strategic

plan « La Poste 2020: Conquering the Future »,

Philippe Whal, the Group’s CEO, is relying on an

ambitious intrapreneurship program and on the

company’s employees to invent the business

lines that will make the Group successful

tomorrow.

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The framework

For the fourth consecutive year, the

Foresight & Innovation Department

is leading the intrapreneurship

program « 20 projects for 2020 ».

A five-step selection process sets

the pace for the program:

Step 1 - Voting

By team, project leaders have 90

days to convince postal workers to

vote for their project.

Step 2 - Expertise

To validate the strength of the

proposal, the team’s potential and

the relevance of the project, a te-

lephone interview is organized

with an expert in support and star-

tup development.

Step 3 - The bootcamp

The selected projects are then

challenged during 3 days of boot-

camp.

L A P O S T E G RO U P

Step 4 - The final jury

The teams that successfully com-

pleted the bootcamp present their

project to Group executives and

external experts from the French

entrepreneurship and innovation

ecosystem.

Step 5 - The implementation of the

project

Once the project is validated, the

team will be seconded full-time

over a period of 3 to 12 months.

The results

Hundreds of ideas crowdsourced

11 accelerated projects since the start of the

program (3 to 4 per year)

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Present in 170 countries, Michelin is a

leading tire company dedicated to en-

hancing its clients’ mobility, sustai-

nably; designing and distributing the

most suitable tires, services and solu-

tions for its clients’ needs; providing di-

gital services, maps and guides to help

enrich trips and travels and make them

unique experiences.

Industry : Tires manufacturer

I N N OVAG O B O O S T E R , the intrapreneurship program

which gives the f loor to those

who are working on the ground

C U S TO M E R S T E S T I M O N I A L S

The challenges

For 90 years, Michelin fosters innovation among their

employees to challenge the status quo and improve

operational excellence. To reinforce this innovation

dynamic, the Digital Employee Team launches in 2018

the InnovaGo Booster’s program for the ten thousand

employees of the Clermont-Ferrand area. With this new

program, the goal is to go beyond the ideation stage to

accelerate the most innovative ideas and deliver value to

the company.

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The framework

InnovaGo Booster’s intrapre-

neurship program gives a voice

to those who act on the ground by

releasing their creative and res-

ponsible energy in order to stren-

gthen Michelin’s innovation mo-

mentum.

Playing an essential role in affir-

ming their culture of innovation,

the digital platform aims to put

ideas into practice to contribute

to the Group’s development and

growth and thus inspire all em-

ployees to participate.

The involvement of top manage-

ment and HRD, communication

actions and the appointment of

ambassadors within the different

sites are key success factors of the

program.

In the long run, the Digital Employee

Team aims to deploy the digital

solution at international level and

foster the 110.000 employees of the

Michelin’s Group to participate.

M I C H E L I N

The results

+850 employees involved

in the program’s first

edition

17 ideas submitted

to vote

5 ideas selected for

acceleration

« «MICHELIN wanted to strengthen its innovation

momentum by adding a collective focus. In this respect, the Inno@

Work solution has been perfectly

integrated into the existing

approach since it provides the missing piece to the realization of

all ideas requiring participation and

creativity.

We found in

MyCrowdCompany a fun and

adapted solution as well as a state

of mind that fits our DNA! »

Marion Massart

Digital Employee Team Leader

MICHELIN

43 4 3 II 4 2

The Aviva Group is one of Europe’s lea-

ding insurers and one of the largest in

the United Kingdom. With operations

in 16 countries around the world, it has

three core businesses serving 33 million

customers: long-term savings, asset ma-

nagement and non-life insurance.

Aviva contributes to the local economy

and is involved in financing the eco-

nomy in general, and particularly the

social economy through various actions.

Industry : Insurance

L A FA B R I Q U E AV I VA ,

c it izen innovation catalyst

The challenges

In pursuing its efforts as a corporate responsible

company, the Aviva Group is convinced that

entrepreneurs can make a significant contribution to

innovations that will positively inspire our society.

In 2016, the Group makes its ambition tangible and creates

« La Fabrique Aviva », a major pool of citizen and entrepre-

neurial initiatives aiming to support the development of

social and environmental economy.

C U S TO M E R S T E S T I M O N I A L S

45 4 5 II 4 4

L A FA B R I Q U E AV I VA

The framework

La Fabrique Aviva allocates a bud-

get of one million euros to fund

useful, innovative and sustainable

young businesses.

To be eligible for the competition,

ideas or projects proposed by en-

trepreneurs must fall within one of

the following four themes:

- Food and health: act for a sustai-

nable health

- Environment and energy tran-

sition: preserve the environment

and fight against climate change

- Inclusion and employment: break

generational, social and com-

munity barriers and strengthen

employment

- Liable insurance and prevention:

support tomorrow’s innovative

insurance solutions

La Fabrique Aviva is organized in

three stages: a call for projects to

attract citizen initiatives, a voting

phase open to the public, and a call

for skills to involve all those who

want to move the needle and carry

out the most promising projects.

The results

Millions of votes

allocated ever since the

first edition

+500 finalist projects obtained financial

support

157 overall winners obtained funding from

5.000€ to 85.000€

https://lafabriqueaviva.fr/fr/

@MyCrowdCompany MyCrowdCompany

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